Loyalty Leaders Tell All: Building Customer Intimacy Through Relevant Experiences
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Loyalty Leaders Tell All: Building Customer Intimacy Through Relevant Experiences
- 1. Loyalty Leaders Tell All: Building Customer Intimacy Through Relevant Experiences
- 2. Meet Our Panel • Bryan Pearson, Moderator • • • • Florence Ho • • • Senior Director, Global Loyalty Strategy & Analytics, Wyndham Hotel Group Florence.Ho@wyn.com Jeff Maddock • • • President and CEO, LoyaltyOne Author of The Loyalty Leap, Turning Customer Information into Customer Intimacy and The Loyalty Leap For B2B bpearson@loyalty.com, @pearson4loyalty Director, Customer Engagement Marketing, Fed Ex jsmaddock@fedex.com John Paasonen • • Director, Global Corporate Strategy, eBay Inc. jpaasonen@paypal.com
- 3. Wyndham Hotel Group Florence Ho Senior Director, Global Loyalty Strategy Launch Year: Late 2003 Members: 8MM+ actives Key Highlights: Earn rewards at 14 hotel brands nearly7,000participating hotels in 60+ countries
- 4. Wyndham Rewards Simple, Relevant, Attainable 4
- 5. FedEx Game Time: A Hard Hitting Customer Loyalty Play
- 6. Overview of FedEx Game Time • Began in 2001 • Created to capitalize on NFL sponsorship (including customer “fandom” and loyalty to NFL Brand) • Enhance customer experience and build loyalty • Points based B-to-B customer loyalty program • Tiered level offers and awards • Revenue driver (retention as by-product) 30 October 2013 6
- 7. How Fedex Leverages Data • Invite list and marketing channels determined by customer value and volume o Email, Direct Mail, Interactive Marketing, Landing pages, Outbound Telemarketing, Inbound Telemarketing (Customer Service), “Gifting” Custom messaging based on tier and progress • Separate offers based on customer revenue modeling o Ship X, Get Y o Revenue Threshold • “X” determined by in-depth analytics and modeling to encourage “reach goals” and ensure revenue • Each customer served up a program specific to their wants, needs, and position = better customer experience/increased loyalty 30 October 2013 7
- 8. Results • 24,000+ Registrants • 12:2 R:E for entire campaign • Nearly double ADNR per registrant from previous year • More than 51% registration among target, high value Field accounts 30 October 2013 8
- 11. Panelists • Bryan Pearson, Moderator • • • • Florence Ho • • • Senior Director, Global Loyalty Strategy & Analytics, Wyndham Hotel Group Florence.Ho@wyn.com Jeff Maddock • • • President and CEO, LoyaltyOne Author of The Loyalty Leap, Turning Customer Information into Customer Intimacy and The Loyalty Leap For B2B bpearson@loyalty.com, @pearson4loyalty Director, Customer Engagement Marketing, Fed Ex jsmaddock@fedex.com John Paasonen • • Director, Global Corporate Strategy, eBay Inc. jpaasonen@paypal.com
- 12. Free Subscription: www.colloquy.com Loyalty Summit #CQYSummit
Editor's Notes
- Notes: For the title slide, introduce yourself, your title, and your role both with FedEx and with the FedEx Game Time campaign. Also would be good to note some keystone results from the FY13 campaign you’re going to talk about (either in round numbers, such as “In the tens of millions”, or in percentages, such as “a 12:2 R:E” .
- Notes: As you probably know, FedEx has a sizeable sponsorship investment in the NFL. FedEx Game Time was born in 2001 out of our desire to translate the sponsorship into a hard-hitting small business customer experience. We wanted to translate the unbelievably strong loyalty fans have with their favorite NFL team into a marketing play that benefits the FedEx brand, and ultimately returns incremental revenue. We also wanted to capitalize on the affinity of our customers with the NFL. Using something unique that others couldn’t offer, we enhanced our customer’s experience with the FedEx brand – always a goal of our company – and in turn built increased customer loyalty. Because of the complexity of the small business audience and the vast spectrum of customers within it, we wanted to build a tiered program – one that ultimately maximized our revenue, not just from the program itself, but also from our overall NFL sponsorship. With our established loyalty platform, we have an engine on which to run our points-based program, which works really well as we continue to find ways to leverage our NFL sponsorship as a means for gaining incremental revenue, improving attrition rates, and maximizing customer loyalty.
- Notes: To get the largest return on the campaign, we needed to dive several layers deep into the data. We started with the customer lists: who would be invited? How much would we spend on each? How would we incent and reward them? We not only looked at historical revenue data, but also share of wallet and potential revenue. We used that information to determine the type of marketing those customers would receive. Having broken our customer lists into specific tiers, we then customized the tiered campaigns by serving up email and web banners that were specific to the customer situations/offers. When members logged in to fedex.com, they received messages specific to their tier, their offer, and their current status within the offer (for example, “haven’t shipped, have just started shipping, are shipping and getting close to your goal, or have reached a goal). Offers were also customized. Customers would receive either a simple Ship X get Y (X being the amount of shipments needed to win the award, and Y being the award) or Revenue Threshold (which runs like a traditional loyalty campaign, where points are accrued then cashed in for prizes in a catalog). One other way we used the data was to determine the X in the Ship X Get Y – how many shipments would we require for the prize? What was a reasonable goal for the customer, yet enough of a stretch to return incremental revenue to FedEx?
- Notes: Although we don’t have time to go through all of the creative messaging strategy that was developed to complement the analysis, I can tell you that the campaign this past year was wildly successful. You see just a few of the metrics here: we were able to get more than 24 thousand registrants, and had a 12:2 R:E for the overall program. In addition, we nearly doubled the daily revenue of participants from the prior year, and saw our sales get heavily involved – converting more than 51% in our most profitable segment: high value field sales accounts.